Siemens Training and Development Case Study: Enhancing Employee Performance and Business Growth

In this report we will discuss about human resources and below are the summaries point:- Human resources are the most variable resource and require attention from management to reach their potential in a changing business environment. Siemens identified future and current skill gaps and chose training programs to fill them, ensuring their personnel have advanced skills and knowledge to reach commercial goals. Training and development of employees lead to greater productivity, higher performance, employee satisfaction, and loyalty, which contribute to customer loyalty and a high brand value.

Context
Human resources are the most variable of all the resources available to a company. If they are
to reach their maximum potential in their profession, they will require a lot of attention from
the organization's management. Because of the changing nature of the business environment
as a result of modern technology, employees must adapt to this new technology. As a result,
the importance of effective training and development, which will result in the impartation of
new skills, knowledge, and so on that an individual worker will require to lead to greater
productivity and higher performance, where training and development are provided in an
organisation, should be emphasised. It aids in the achievement of the organization's goals and
objectives. However, training and development are issues that each business must address.
The remainder of this study examines how organisations go about satisfying their training
and development needs. The case study of Siemens, one of the world's largest electrical and
electronics engineering organisations, is included in this report. Every year, it employs
20,000 workers in the United Kingdom. Furthermore, because their firm was centred on
'innovation,' Siemens UK spent a significant amount of money alone on research and
development.
Siemens requires people with first-class skill, knowledge, and capability in engineering, IT,
business, and other relevant fields to grow their business, and when they did workforce
planning, they identified future and current skill, talent, and opportunity gaps and chose
training programmes to fill them. (Bishnoi, n.d.)
So, in this research, we'll look at how Siemens manages their workforce and provides training
to its employees to increase their performance and maintain up-to-date knowledge and skills
in a highly competitive industry. Employees that receive excellent training and development
are more motivated and confident. Furthermore, if Siemens keep their expertise up to date, it
may be a valuable asset to the company. Employees that receive training and development
will feel valued and stay with the company for a longer period. As a result, training and
development ensure that it can meet its business goals. (Chopra, 2015) Furthermore, since
employees stay with the company longer, the cost of recruitment is reduced, resulting in a
higher profit margin. Siemens wants to produce excellent goods and services to maintain its
world-leading position and grow in a competitive market. To accomplish so, it will require
personnel with advanced engineering, information technology, and business skills,
knowledge, and competence. To reach their commercial goals, qualified industrial workers,
trade apprenticeships, designers, and managers are required. Training and development are

crucial because well-trained employees who stay with the company ensure that customers
have a consistent experience, which contributes to customer loyalty and a high brand value.
(Siemens Company: Training and Development | Business Paper Example, n.d.)
The basic goal of any business is to make a profit. As a result, efficient workforce planning
and employee training and development may assist Siemens in increasing profits through
their talents and lowering the cost of new employees through an effective training
programme. Furthermore, highly regarded, satisfied, and skilled employees aided the firm in
achieving a competitive advantage. Siemens can achieve its long-term business goals by
implementing an excellent training and development programme. As a result, any company's
most valuable asset is its people. Successful companies are aware of this, and they understand
the importance of investing in talent. Many studies suggest that organisations with dedicated
employee training and development programmes find not only a significant boost in
profitability but also a high level of staff retention, which is critical for long-term corporate
growth, as Siemens has demonstrated.
Research aims and objectives
The goal of this study is to conduct a thorough analysis of staff training and development as
well as the issues that organisations face in this area, to provide recommendations for how
these issues should be addressed.
• To understand the importance of staff training and development in the workplace.
• To ensure that training and development can help the company achieve its goals.
• To improve the quality of employees' work performance.
• To advise Siemens on how to plan an effective staff.
Planning
Learning and development aim to increase a person's performance through expanding and
improving their skills and knowledge. Learning and development are tied to a company's
personnel management strategy and are intended to align employees' goals and performance

with the company's overarching vision and objectives. Individuals in charge of learning and
development must identify skill gaps among groups and then locate appropriate training to
bridge these gaps on a practical level. (Dudovskiy, 2013)
Many people are involved in learning and development, and they all have different tasks and
responsibilities. The leaner, trainer, manager, financial management executives and directors
are Siemens' stakeholders.
In this regard, the learners' responsibility is to learn and to feel strongly about their
accountability and control in the learning process. The trainer is responsible for making sure
that their trainees' abilities are developed by assisting them in reaching their full potential.
Trainers aid in the development of client satisfaction, making it easier for Siemens to recruit
and retain qualified employees. The manager of the employee has a vested interest in his
subordinate's learning and growth. The manager's primary responsibility is to provide
assistance and obtain regular feedback both from the trainer and the employee. (Nickols, n.d.)
The manager must ensure that the training will benefit the employee and provide value to his
or her work role inside the company. The organization's financial manager plays a critical
role in showing the training's return on investment. The training provided should improve the
employee's performance and, as a result, enhance production. The financial manager must
ensure that any budget overruns are anticipated. The commitment of executives and directors
to the deepest growth of their personnel plays a role in training and development. This entails
more flexibility in corporate training and development activities, caring for employees'
personal and professional growth, and investing in their future by favouring internal
promotions. (Learning & Development - Defining Stakeholders & Clarifying Roles, 2021)
Information
needed
Research
source
Justification
for the
source
Advantages of the
source
Disadvantag
es of the
source
The
information
needed to be
gathered
included what
approaches
For this
information,
we will
interview the
organization'
s managers
This
resource was
chosen for
the
information
because
This source has a
lot of pros such as :
 Comprehens
ive data may
be gathered.
This source
has several
advantages,
but it also
has some
disadvantage

managers use
for workforce
planning, how
they identify
skills gaps in
their
organisations,
and what they
are doing now
to close those
gaps.
as part of
our research
process.
interviews
are the most
successful
method for
qualitative
research
because they
allow you to
explain,
better
understand,
and examine
the
viewpoints,
behaviour,
experiences,
and
phenomena
of your
research
participants.
The majority
of interview
questions are
open-ended,
allowing for
the collection
of detailed
information.
The
information
we will
gather will
necessitate
face-to-face
 Response
bias and
non-
response
can be
discovered.
 It is possible
to control
the samples.
s, such as:
• It takes
more time.
• It is costly.
 There's a
chance
the
interview
er is
biased.

The
information
needed to be
gathered
included how
Siemens
employees are
treated, how
well they are
trained, and
how involved
trainers and
managers are
in the training
process.
Questionnair
es will be
distributed
to
employees
and
supervisors
as part of the
research
process for
this
information.
Questionnair
es are
popular
research
methodologi
es because
they provide
a quick,
efficient, and
low-cost way
to collect
huge
amounts of
data from big
sample sizes.
These tools
are very
useful for
determining
a subject's
preferences,
intents,
attitudes, and
opinions. To
learn more
about the
personnel
and their
experiences
with the
company, as
well as
whether the
company
The questionnaire
method has several
advantages,
including:
•Respondents have
ample time to
respond; and
• It is devoid of the
interviewer's bias.
• They are less
expensive than
interviews.
With the
benefits
come
drawbacks,
such as:
• A high
rate of non-
response
bias;
• It is rigid
and cannot
be changed
after it has
been issued.
• It is a
lengthy
procedure.

makes any
attempts for
training and
development,
and what
they do if
there are
significant
skill gaps at
Siemens.
Information
needed
Research
method
Justification
for the
method
Advantages of the
method
Disadvantag
es of the
method
We need to
show Siemens
how to perform
good personnel
planning so
that it can
identify skill
gaps and the
advantages of
training and
development.
So we needed
some
information
about the
benefits of
training and
development,
and we needed
to provide
We gathered
this material
through
online
journals,
websites,
and a few
decent books
about the
benefits of
training and
growth.
This strategy
was chosen
since it
provided a
wealth of
information
about the
research
topic and
was simple
to
implement.
Academic
publications
and books
are popular
sources of
information.
Peer review,
in which
This approach has
numerous
advantages,
including:
 They have a
lot of
credibilities:
Authors and
websites are
both obliged
to validate
their
information
sources
through
links and
citations to
publish
academic
publications
There are a
few
drawbacks to
this method:
a. Expensive
for
researchers:
While the
reader is not
charged for
open access,
the cost is
borne by the
researchers.
Even for
open access
publications,
the author—
or the
author's job

recommendatio
ns to Siemens
about what
types of
training and
development
initiatives it
should pursue
to close the
skill gaps in
the company.
journal
articles
('papers')
submitted by
scholars are
examined by
experts in the
field before
being
published,
gives them a
more current
perspective
and
legitimacy.
Websites,
like books
and
magazines,
can give
valuable
evidence to
support a
viewpoint.
online.
 They back
up their
claims with
evidence:
Authors of
online
academic
publications
and
websites
must give
evidence to
back up
their
statements
by citing the
sources of
their data.
This allows
you to gain
access to the
truth while
also
allowing
you to
develop
your
conclusions
if you
disagree
with the
authors.
(Top 10
Benefits of
or academic
department
—is usually
the one who
pays the
publication
fees.
b. Concerns
about
quality:
While there
are fewer
concerns
about the
quality of
open access
research, it is
still an issue.

We need to
explain to
Siemens how
offering
training and
development
helps them
achieve its
commercial
goals.
This
information
will be
gleaned
from the
Miscellaneo
us Reports
of
organisation
s that have
met or
exceeded
their
business
goals thanks
to effective
training and
development
programmes.
This method
will help to
provide
Siemens with
effective
solutions for
the skill gaps
in the
organization.
Advantages of this
method are:
 The researcher
does not need to
commit any
money, time, or
effort in the
data gathering
stages of his or
her study
because
someone else
has already
done so.
• Because the data
has already been
cleaned and stored
in an electronic
format, we can
spend our time
rolling up our
sleeves and
studying the data
rather than having
to spend time
preparing the data
for analysis.
Disadvantag
es of this
method are:
The most
significant
downside of
this strategy
is that the
secondary
data
collection
may not
answer the
specific
study issue
to the extent
that the
research
would have
wanted.
Action Plan:
In order conduct the effective research for Siemens the following action plan will be
followed:

Step 1: The first and most important duty in the research process will be to identify a
Siemens research challenge. A well-defined problem will guide the researcher through all
aspects of the research process, from goal-setting to methodology selection. The cornerstone
for the formulation of the research proposal is a clear and well-defined explanation of the
topic. It will allow us to explain why the planned research on the problem should be
conducted and what we intend to achieve with the study's findings in a systematic manner.
(Spacey, 2017)
Step 2 Literature Review: Conducting a review of relevant literature is an important aspect
of the research process. It will allow us to formulate the problem in terms of specific
characteristics of a larger area of interest that has yet to be investigated. This type of review
not only exposes to a bigger body of knowledge, but it also equips with the knowledge
needed to efficiently follow the research process. (Luo, 2008)
Step -3 Choosing the study design: The research design serves as a blueprint or framework
for achieving goals and answering research questions.
It's a master plan that lays out the processes and procedures for gathering, processing, and
analysing information. (Hayes, n.d.)
Step – 4 Collecting data: A combination of primary and secondary methods will be utilised
to collect data, with the strategy chosen depending on the study's objectives, research design,
and time, money, and manpower resources. Using the interview method, we will learn how
Siemens management are active in training and development, as well as how they plan their
staff to identify skill gaps. (Bridges, 2021)
Primary data will also be used to determine whether employees are benefiting from training
and development programmes and what gaps exist in the training and development process,
with the questionnaire method of data collecting being used. Employees will be given a
questionnaire to fill out in order to learn about their work experience.
Because there are many employees and face-to-face interviews are not practicable, the
interview method will be utilised for managers and the questionnaire approach will be used
for employees. (Schaefer, 2018)

After learning about the organization's current situation through primary data, secondary data
will be used to make recommendations to the organisation by analysing journals, websites,
and other reports. (Dampog, Baladad and S. Quiza, 2021)
Step-5 Processing and Analyzing Data: The collected data will be analysed in this step. The
editing and coding of data is usually the first step in data processing. The data is adjusted to
ensure uniformity among respondents and to identify any omissions. (J.D. Bothma and J. van
Deventer, 2018)
Research activity and findings
Research activity summary
Interviewing Siemens management to learn what kind of workforce planning is done in the
company, how they find out what the company's skill gap is, and how they cope with it will
be the key research activity. This is vital to do since it will help them understand why they
are unable to cover their skill gaps and where they are weak, and only suggestions will be
given to the organisation based on this information. (van Vulpen, n.d.)
Research findings
 The majority of employees understand the significance and importance of training. They
are self-motivated to attend such training programmes because it will improve their skill
set and interpersonal skills. However, managers must identify skill gaps to develop
training and development programmes that provide employees with skills that are
beneficial to both the employees and the organisation.
 Siemens' training department is offering training, but they are using an outdated
training approach that has to be improved.
 Siemens should have suitable procedures in place for determining whether or not
training programmes are meeting or failing to meet business objectives.
 Employees receive two sorts of training: on-the-job and off-the-job training; however,
the type of training is supplied based on the program's needs and requirements, which
is a plus for Siemens. (Bhatt, 2020)

Conclusions
To sum up, Siemens does not have a proper workforce planning system in place, which has
an impact on the organization's skill gap because if the organisation does not know what kind
of skills it requires or whether it has the appropriately skilled employees on staff, it will be
unable to participate in the organization's proper training and development programmes. As a
result, workforce planning enables Siemens to identify future and current skill, talent, and
opportunity gaps, allowing Siemens to develop training programmes. Siemens can preserve a
competitive advantage and develop a talent channel while also minimising the knowledge gap
by retiring old employees and promoting existing employees to fill the void. Siemens can
determine its training needs through workforce planning in this way. Siemens should be able
to determine whether or not it can reach its business objective after completing a training and
development programme. (Case Study: Training, Development – Siemens AG, Germany,
n.d.)
Recommendations
Siemens should follow the following steps to have good workforce planning.
• Environmental Scan: Siemens can assess the new environment in which they will relocate
their manufacturing operations to another city or location. As a result, they must assess the
new environment to determine what skills are required. Because a new location brings with it
new opportunities while also necessitating the acquisition of new skills, additional personnel,
and technology.
• Current Workforce Profile: Siemens must assess what resources they have and create a
current workforce profile that includes, for example, what technologies they have and the
skill levels of their employees.
• Future Workforce View: They should determine their future workforce planning, such as
what technologies they should incorporate and what type of training their employees will
require.

• Analysis and Targeted Future: Once they've figured out what they need in terms of training,
they can set a target future or business goal for them.
• Closing the gaps: After analysing their training needs, they can develop effective training
programmes to minimise and close the gaps.
To stay competitive in the market, Siemens should have training and development
programmes that are aligned with its workforce strategy. (Siemens Company: Training and
Development | Business Paper Example, n.d.)
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